How to gauge the value of an employee wellbeing scheme

Businesses have spent heavily on wellbeing programmes in recent years, but such investments are coming under scrutiny as the economy falters. Will they prove their worth to increasingly cost-conscious employers?
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The seeds of employee wellbeing first sprouted in the mind of George Pullman. The US engineer and industrialist was the owner of the Pullman Company, which manufactured luxury railway coaches. In 1880, he built a housing estate for employees on the southern outskirts of Chicago, with the aim of creating a superior working-class community that would attract skilled employees and make them even more productive. His so-called company town – Pullman, Illinois – would go on to inspire the likes of Bournville and Port Sunlight in the UK. 

The 1,600ha site beside Lake Calumet offered comparatively luxurious dwellings, complete with gas and water supplies, access to full sanitary facilities and even private gardens. Extensive parkland provided ample shared recreation space. Home maintenance services and refuse collections were included in the rent.

Some businesses have more than 50 initiatives, but are people using these?